Journal of Healthcare Management - September/October 2015 - (Page 307)

I N T E R V I E W Interview With Richard J. Umbdenstock, FACHE, President and CEO of the American Hospital Association R ichard J. Umbdenstock has served as president and CEO of the American Hospital Association (AHA) since January 1, 2007, and is stepping down from this role at the end of 2015. In 2006, he was elected AHA board chair. Mr. Umbdenstock's career includes experience in hospital administration; health system governance, management, and integration; association governance and management; health maintenance organization (HMO) governance; and healthcare governance consulting. He has written several books and articles for the healthcare board audience and national survey reports for AHA, Health Research & Educational Trust, and ACHE. Mr. Umbdenstock has served as vice chair of the National Quality Forum, on the board of Enroll America, and on the National Priorities Partnership. Mr. Umbdenstock recently received ACHE's 2015 Gold Medal Award, the American Organization of Nurse Executives 2015 Honorary Member Award, and the Federation of American Hospitals Inaugural Health Care Leadership Award. Dr. Kash: As a servant leader, what do you see as your legacy? How can emerging healthcare leaders, such as students and early careerists, learn from your experience? Mr. Umbdenstock: I am proud of having played a role in extending coverage to about 17 million Americans who did not have it before the Affordable Care Act (ACA)-to be part of something that has provided better access to care for millions of Americans. I am proud that it has happened without increased utilization busting the banks. Dire predictions that physicians' offices and emergency departments would be swamped because of the new coverage haven't happened. I think this shows that major change is possible without completely upsetting the existing system. We are, of course, in only the second year of this extended coverage, so we can't declare total victory-but so far, so good. I also hope I have left some mark on the system, and something for early careerists to be thinking about is in the area of performance improvement. As a trade association, AHA has become much more focused on helping members improve their performance. We embraced public reporting a long time ago, and when you do that, you hope that your members will look as good as possible. At the same time, I believe that our public policy credibility hinges on the height of the bar that AHA set for quality and safety. In a more transparent advocacy world, you want to eliminate your vulnerabilities, which means you have to get better faster and address any performance issues you may have. Performance improvement is the right thing for patients. None of us wants to see anybody harmed. There was a time in my career when people thought that they were 307

Table of Contents for the Digital Edition of Journal of Healthcare Management - September/October 2015

Journal of Healthcare Management - September/October 2015
Interview With Richard J. Umbdenstock, FACHE, President and CEO of the American Hospital Association
A Rapidly Adaptable Management System
Worksite Wellness: Culture and Controversy
Integrating Strategic and Operational Decision Making Using Data-Driven Dashboards: The Case of St. Joseph Mercy Oakland Hospital
What Determines the Surgical Patient Experience? Exploring the Patient, Clinical Staff, and Administration Perspectives
A Review of Electronic Hand Hygiene Monitoring: Considerations for Hospital Management in Data Collection, Healthcare Worker Supervision, and Patient Perception
Using Hybrid Change Strategies to Improve the Patient Experience in Outpatient Specialty Care

Journal of Healthcare Management - September/October 2015